ABSTRACT
The Logan would represent a return to the bare minimum strategy and operate under rules or references that had disappeared during the years of sustaining innovations that had been integrated into even the cheapest of Renault's products. In its European markets in 2016, Dacia has generated a little over a quarter of Renault's total sales. Prior research has tried to plot Renault's trajectory since the end of the Second World War, and to classify it in comparative categories to understand the dominant strategic rationales. Kwid's story may indeed be the initiative that brings this approach to its phase of maturity, within Renault at least. The Kwid and CMF-A were built without support from corporate engineering departments, top management, or operational departments of the parent companies. The disruptive nature of this story, the prevarications, constant back and forth, actually appear to have shaped a memory and an aptitude to overcome challenges whose characteristics were reflected in the Logan and Kwid.
